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Yes, the NPC has issued several advisory notes for both 2023 and 2024. The NPC released three specific advisories: On Early Childhood Development, the National Spatial Development Framework, and the National Macro-Organisation of Government as noted below.

1. Early Childhood Development

(a) The NPC issued an advisory in March 2024 on Early Childhood Development (ECD) titled, ‘Effective Cross-departmental and Inter-Governmental Coordination in Early Childhood Development: The First Step in Developing the ECD Sectoral Strategy for the 2024-2029 Medium-Term National Development Plan’, to make a case for a set of urgent interventions to address challenges in the coordination mechanisms in achieving an integrated ECD sectoral strategy, which is expected to inform the 2024-2029 Medium-Term Development Plan.

(b) To coordinate ECD at national level, the NPC recommends that the Minister in the Presidency urgently convene an inaugural meeting of a Ministerial ECD working group/inter-ministerial subcommittee of the Social Protection, Community and Human Development Cabinet Cluster to meet MTDP timeframes. The ministerial subcommittee and its Directors-General cluster counterpart should be coordinated and led by the Minister of Basic Education and be comprised of the Ministers and Directors-General of Basic Education, Social Development, Health, Public Works and Infrastructure, and Cooperative Governance.

2. Advisory on the Implementation of the National Spatial Development Framework

(a) An advisory on the implementation of the National Spatial Development Framework (NSDF) was issued to the Minister of Planning, Monitoring and Evaluation in August 2023.

(b) The advisory outlined some of the NPC’s recommendations, advice, and guidance on implementing the NSDF. The NPC’s involvement in the NSDF process was to ensure that the NSDF reflects the NDP’s goals and objectives and is a workable mechanism for implementing the NDP. The NPC recommended that the NSDF functions be clearly outlined to improve efficiency, consolidate related functions, and enhance coordination. The spatial planning function must also result in improved spatial transformation in line with the NDP’s objectives.

3. Advisory on the 2024 National Macro Organisation of Government (NMOG) Process
a) The NPC issued an Advisory to the Presidency on the NMOG process in November 2023.

b) The macro-organisation of the state is one of the NPC’s priority areas in response to Chapter 13 of the NDP about building a capable and developmental state. The NPC advised that the reconfiguration of government must not simply be about alignment with the new administration every five years but a deliberate strategic intention to build state capacity and institutional capability and to deal with the coordination challenge across the spheres of government. It also recommended that all the work related to the state-owned enterprises should be aligned with the broader reform initiatives in the sector, as spearheaded by the Presidential State-Owned Enterprises Council and mooted in the National State Enterprises Bill.

Most recently the National Planning Commission held a bilateral with the Department of Planning, Monitoring and Evaluation (DPME). The Commission advised the DPME on priorities for the Medium-Term Development Plan (MTDP) and what it should focus on.

Reply:

No official from the department of Planning, Monitoring and Evaluation attended the Paris 2024 Olympic Games.

Reply:

In November 2019, Cabinet decided that State-Owned Airline needed to be restructured, and a Strategic
Equity Partner (SEP) should be sought. Government did not have cash in hand. It needed R4.1 billion in bridging finance to support the working capital of SAA until the end of the 2019 financial year. It approached a number of the major financial institutions for assistance. However, these financial institutions were unwilling to extend further credit to SAA. Consequently, on 5 December 2019 SAA was placed under business rescue in line with the provisions of section 129 of the Companies Act 71 of 2008.

Government then undertook a process to seek an SEP for SAA. The Takatso transaction deal was the best option in reviving SAA because it would have given the airline the required capital injection for its expansion. Furthermore, the deal would guarantee SAA’s future’s sustainability as the government would not be expected to inject capital into SAA for operations. 

As the Takatso transaction was terminated by mutual consent, SAA would need to raise debt funding which requires interest to be paid whether the airline makes a profit or loss in any particular year.

Reply:

(1) According to South African Airway’s (SAA) Memorandum of Incorporation, the SAA Board is responsible for the recruitment and selection of SAA executives, particularly the Chief Executive Officer and Chief Financial Officer, not the Executive Authority. This recruitment process remains valid even though the SAA Board was appointed on an interim basis. The Companies Act 71 of 2008 does not distinguish between interim and permanent directors. Section 1 of the Companies Act defines a ‘director’ as a member of the board of a company, as contemplated in section 66, or an alternate director of a company, and includes any person, regardless of their title.

(2) The term of office for the current Board expires on 31 December 2024. The process of appointing a permanent Board will be completed before the expiration of the current Board’s term.

(3) Stabilizing the boards of State-Owned Companies (SOCs) within the department's portfolio is one of the top priorities for the 7th Administration. The appointment of new permanent boards, including that of SAA, will ensure leadership stability and effective governance.

Reply:

According to the information received from Transnet

(1)

Work done to date: After the initial Container Port Performance Index (CPPI) report was published in 2021, Transnet engaged with the World Bank (WB) to understand the methodology for the ranking. Transnet Port Terminals (TPT) pointed out irregularities in their data – the dataset contained information from four (4) multi-purpose terminals in Durban and only one (1) container terminal. TPT offered to share its data with IHS-Markit to ensure data credibility, however, this offer was refused because the methodology needed to be consistent for all ports. Despite these discussions, it remained difficult to grasp the intricate mix of ship sizes, call sizes, and the various methodologies employed by the World Bank to determine the ranking.

Data Discrepancies: Apart from including Multi-Purpose Terminals in the South African data, not all Shipping lines participated in the information sharing, therefore rendering the sample unrepresentative.

Actions to resolve: In July 2021, Transnet received a World Bank Consultant assessing the container terminals and making recommendations to improve the performance.

• First Visit (November 2021): Transnet hosted the World Bank Consultant at the Durban and Ngqura Container Terminals. A report with recommendations was submitted, and 45 priority actions were identified. Local meetings tracked progress, involving feedback to the Transnet group and TPT Headquarters.
• Second Visit (August 2022): The consultant focused on Cape Town, spending only two days in Durban and Ngqura each. Feedback confirmed progress, leading to a re-prioritized action list. 44% of initiatives – such as planner training were implemented, and 28% were in progress.

Industrial action (November 2022) and severe storms (April 2022 and September 2023) offset some gains from implementing the recommendations. While some small-scale improvements occurred, the World Bank consultant’s recommendation did not significantly impact Transnet’s ranking on the CPPI. Equipment remains the single biggest critical factor in improving vessels' turnaround time.

(2)

Transnet worked with the World Bank to improve its operations, improve ranking and understand the methodology used. It was not intended to enable privatisation. Transnet has a strategy supported by the Freight Logistic Roadmap that promotes crowding in private capital and to reduce the burden on the fiscus.

Transnet is on record indicating its disagreement about using the CPPI as a productivity measure. It is recommended that we acknowledge the World Bank’s efforts but emphasize that substantial gains require investment in necessary equipment, amongst others.

Thank you

Reply:

According to the information received from Transnet

a) Transnet is aware of the Economic Regulation of Transport Bill signed by the President on the 11^th of June 2024, which may affect Transnet’s business operations. It involves the establishment of a Transport Economic Regulator by the Department of Transport; responsible for regulating prices across the transport sector, investigate complaints, monitor, and enforce compliance in the transport sector. Transnet had been monitoring the development of this legislation and made inputs through appropriate structures during the consultation process. Transnet’s portfolio of businesses already includes ‘regulated businesses’ such as National Ports Authority (TNPA) and Transnet Pipeline, which are already subjected to regulations in terms of tariffs. This legislation is therefore likely to impact on Transnet’s terminal operations and rail operations businesses. Transnet welcomes this legislation and will support implementation as it seeks to promote an effective and productive transport sector.

b) The National Rail Policy White Paper was signed by Cabinet on 23 March 2022. The White paper makes allowance for private railway operators to operate on Transnet rail infrastructure.

c) Cabinet had, in December 2023, approved at least two key documents that involve private sector participation in Transnet i.e. the Freight Logistics Roadmap and Rail Private Sector Participation Framework. It must be noted that Transnet’s current strategy, the Reinvention and Growth Strategy, had already identified opportunities to leverage private sector participation in strengthening logistics value chains across rail, ports, terminals, and pipeline businesses, especially for key sectors of the economy such as mining commodities, manufacturing, energy, and agriculture. The leverage required would be in the form of capital investments; skills and knowledge; opening and growing market share for Transnet in South Africa and into regional markets. Engagements, through the National Logistics Crisis Committee (NLCC) are ongoing in identifying and pursuing optimal involvement of the private sector to deliver value as envisaged in the Freight Logistics Roadmap. The mechanism for the implementation of the Private Sector Participation (PSP) Framework is still under development, and more clarity is expected in the future from the Department of Transport.

Thank you

Reply:

DEPARTMENT OF PLANNING, MONITORING AND EVALUATION

a) The Consolidated Financial Statements for the Financial Year ending 31 March 2023, which was compiled by the National Treasury show that Contingent Liabilities which emanated out of Legal Court proceedings stood at R21 Billion.

b) Whilst accounting standards require state institutions to make provision for contingent liabilities, details relating to claims against the state are considered confidential as it contains information of claimants. Furthermore, departments cannot disclose the information thereof as it is still subject to court proceedings.

(i) The decision on which case is defensible or not lies with each state institution and is determined on a case by case basis.

a) (ii) TOTAL CLAIMS DUE AND OR OUTSTANDING SUBJECT TO COURT PROCEEDINGS AGAINST STATE OWNED ENTITIES

ALEXKOR:

According to the information received from

a) (ii) All legal matters involving claims against Alexkor and the PSJV are reported in the 2023 Integrated Report

• There are three claims against Alexkor and the PSJV from service providers dating back to 2020 and all three cases are dormant.
• There is one claim against Alexkor and the PSJV dating back to 2022 involving a service provider awarded a contract for training services. An attempt to settle out of court failed and the matter is pending.
• The former CEO who was dismissed in 2020 was awarded R 3 200 000 by the CCMA and this is currently awaiting a date for a hearing of a review application at the Labour Court.

Investigations by the SIU into the allegations of State Capture are ongoing and the final report of the SIU is pending.

b) The full list of legal matters is reviewed quarterly and reported to the Shareholder by the Board.

c) (i)(ii) (bb) The claims made against Alexkor and the PSJV are being opposed.

DENEL:

According to the information received from Denel

Denel SOC Ltd does not have any claims due or outstanding.

ESKOM:

According to the information received from Eskom

a) (ii) (b) (c) (i)(ii) (bb)

Cause Of Loss	Sum of Total Incurred	Sum of Counter
Z24 - Electrical/Mechanical Failure	7 987 066.20	32
Z43 - Human/Operating Error	-	1
Z46 - Low Hanging Conductor	44 306 260.72	43
Z75 - Veld Fire	2 258 612.91	16
Grand Total	54 551 939.83	92

SOUTH AFRICAN AIRWAYS:

According to the information received from SAA

a) (ii)There are two court proceedings dating from 2018 to current against SAA and its subsidiaries in respect of alleged reckless, negligence and misconduct.

(b) There are two. Of the two cases referred above there is only one case wherein there is a contingent liability of R5 Million

(c) (i)The above-mentioned cases are both defensible

(ii)(bb) None of the cases are indefensible.

SAFCOL:

According to the information received from SAFCOL

(a) (ii) SAFCOL – 3

(b) 3 list below

Economistza v KLF (R399 000.00),

Economistsza v KLF – Mr de Villiers appointed his friend’s company (Mike Schuller) without following a fair, competitive, cost-effective and transparent process as per the KLF procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then Mike Schuller sued KLF for payment of their invoices sent to Mr de Villiers, KLF defended the claim as there was no agreement between itself and Economistsza;

Ladz Trading cc vs SAFCOL & Nomkhita Mona (R807 560.04)

Ladz Trading cc vs SAFCOL & Nomkhita Mona - Ms Mona appointed Llyod MacPatie (Ladz Trading cc) without following a fair, competitive, cost-effective and transparent process as per the SAFCOL procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then Llyod MacPatie sued SAFCOL, the latter defended the claim for payment and joined Ms Mona on the matter, there was no agreement between SAFCOL and Ladz Trading cc for the liability of SAFCOL to any payment to Llyod MacPatie.

The iFIRM Trading & Project (Pty) Ltd vs SAFCOL & NP Mona (R873 053.95)

The iFIRM Trading & Project (Pty) Ltd vs SAFCOL & NP Mona – Ms Mona appointed an iFIRM without following a fair, competitive, cost-effective and transparent process as per the SAFCOL procurement policy read with the PFMA, PPPFA and Constitution, which constitute a financial misconduct by an official in terms section 83 of the PFMA. Then The iFIRM Trading sued SAFCOL and Ms Mona, since there was no contract between itself and iFIRM, SAFCOL defended the claim for payment.

(c) (ii)(aa)

(bb) SAFCOL - 3

TRANSNET:

According to the information received from Transnet

(a)(ii) Transnet SOC Ltd (Transnet) has 49 (forty-nine) defended/pending litigious claims against Transnet in respect of alleged recklessness, negligence and misconduct of a functionary or an official of Transnet

(b) The full list and total contingent liability for the 49 matters referred to above are as follows:

	Matter	Transnet Operating Division	Contingent Liability
	“MV SMART” ran aground (Claim by owners of “MV SMART” & claim by owners of the cargo).	TNPA	R2 258 519 846.68
	The vehicle drove off quay wall – 2 Fatalities.	TPT	R3 069 309.60
	The train collided with JK Mashaya – Seriously Injured.	TFR	R4 368 185.64
	“Genco Tiberius” collided with quay wall under pilotage (pilot error).	TNPA	R26 759 268.58
	Train collided with motor vehicles - no injuries.	TFR	R250 000.00
	"Julian" collided with coal-loader on dock under pilotage (property damaged).	TNPA	R6 010 608.53
	Crane damage to “TR Princess” (property damaged).	TPT	R560 000.00
	MSC Vita NZ301R Case no A38/2024 (TPT employees allegedly caused reefer container to be powered off)	TPT	R564 903.30
	MSC Case no A27/2024 (Damaged caused to containers)	TPT	R79 612.80
	MSC Case no A20/2024 (Damage caused to containers)	TPT	R843 569.89
	MSC Caterina Case no A17/2024 (Damage caused to containers)	TPT	R 668 754.52
	MSC Jeongmin Case no A3/2024 (Damage caused to containers)	TPT	R79 737.10
	MSC Samu Case no A1/2024 (Damage caused to containers)	TPT	R252 186.88
	MSC Carouge Case no A79/2023 (Damage caused to containers)	TPT	R56 097.09
	MSC Sarya III Case no A78/2023 (Damage caused to containers)	TPT	R334 432.98
	MSC Case no A77/2023 (Damage caused to containers)	TPT	R891 481.63
	MSC Desiree Case no A75/2023 (Damage caused to containers)	TPT	R28 995.77
	MSC Anzu Case no A74/2023 (Damage caused to containers)	TPT	R33 317.92
	MSC Marianna NZ235A Case number A64/2023 (Damage to containers)	TPT	R1 442 875.21
	Mv Letizia Case No A42/2023 (Damage to containers)	TPT	R1 036 664.08
	MV "MSC Krittika" Case no A24/2023 (Damage to containers)	TPT	R392 633.00
	MV "MSC Meltemi III" Case no A23/2023 (Damage to containers)	TPT	R10 000.00
	MVmv "Seamax Stamford” Ocean Network Express Case no A10/2023 (Damage to containers)	TPT	R26 395.05
	MSC Cape Kortia ZF139A Case no A2/2023 (Damage to containers)	TPT	R9187.00
	MV Conti Chivalry Case no A 57/2022 (Damages to vessel)	TPT	R40 440.00
	MV MSC Branka Case no A55/2022 (Damages to vessel)	TPT	R20 000.00
	MV MSC Jeanne Case no A53/2022 (Damages to vessel cell guides)	TPT	R26 258.00
	MSC Antigua Case no A49/2022 (Damages to containers)	TPT	R680 000.00
	MSC Case no A47/2022 (Damages to container and contents of container)	TPT	R75 904.50
	MSC Chloe Case no A45/2022 (Damages to container and contents of container)	TPT	R286 416.06
	MSC Case no A36/2022 (Damages to container and contents of container)	TPT	R987 232.00
	GSL NINGBO ZF115A Case no A 43/2022 (Damages to container)	TPT	R902 211.67
	MSC Sasha Case no A41/2022 (Damages to container)	TPT	R232 555.00
	MSC Diego Case no A40/2022	TPT	R50 000.00
	TRANSNET FREIGHT RAIL // SAREL LOMBARD (Electrocution on railway track)	TFR	R1 500 000.00
	WILLIAM GEORGE BARNARD // WILLIAM FORD HOWARD (Action for malicious prosecution/unlawful arrest against TFR employee)	TFR	R915 857.93
	MR. S D MAKHANYA // TRANSNET SOC LIMITED (Damages resulting from alleged negligent driving of motor vehicle by Transnet employee).	TFR	R203 662.00
	DANIEL PRETORIUS // TRANSNET FREIGHT RAIL (Claim for damages resulting from collision between motor vehicle and locomotive at railway crossing).	TFR	R2 500 000.00
	MBALENHLE SMARTGIRL NSIBANDE VS TRANSNET FREIGHT RAIL (Claim for loss of support resulting from negligence of Transnet employee in a collision)	TFR	R7 511 850.00
	WALKER MSUKELWA MHLONGO // K MOHAN (Motor vehicle collision allegedly caused by negligent driving of Transnet employee)	TFR	R69 725.00
	TRANSNET FREIGHT RAIL // NP NOTHELE obo SAMKELO (human/train incident)	TFR	R9 100 000.00
	KENNETH CLAUDE OLDWADGE HELENA OLDWADGE // TRANSNET FREIGHT RAIL (Damages to property resulting from fire caused by Transnet employee)	TFR	R179 525.60
	TRANSNET FREIGHT RAIL // SELINAH ZOOWA BUDA & ANOTHER (Electrocution caused by negligence of Transnet employee)	TFR	R20 000 000.00
	VUSUMUZI THOMAS MADI // TRANSNET FREIGHT RAIL (TFR Train hit two bulls)	TFR	R211 500.00
	REMADE HOLDINGS (PTY) LTD // TRANSNET (Collision due to negligent driving by Transnet employee)	TFR	R152 234.00
	TRANSNET FREIGHT RAIL // JOHANNES MADALA MASHEGOANE (Personal injuries resulting from shooting by Transnet security officials)	TFR	R6 300 000.00
	TRANSNET FREIGHT RAIL // MATTHEW RAYNE ELLISH (Claim for damages as a result of collision)	TFR	R12 933.65
	MAFIKA ISAAC MOTLOUNG VS TRANSNET (Claim for damages to Plaintiff’s vehicle)	TFR	R31 753.05
	TRANSNET FREIGHT RAIL // M L MANDHLAZI (Personal injuries when Plaintiff was alighted from moving Train)	TFR	R1 648 850.00
TOTAL CONTINGENT LIABILITY			R2,359,926,971.71

(c) (i) All 49 matters listed herein are defensible.

(ii)(bb) N/A

Thank You

Reply:

Over the past there of administration government has focused on implementing the National Development Plan (NDP) through the and the 5 yearly Medium Term Strategic Framework (MTSF) and the annual performance plan of the departments and the entities.

In the 6^th Administration government identified 7 priorities that will fast track South Africa’s path to prosperity are namely:

1. Economic transformation
2. Education, skills and health
3. Consolidating the social wage through reliable and quality basic services
4. Spatial integration, human settlements and local government
5. Social cohesion and safe communities
6. A capable, ethical and developmental state
7. A better Africa and the World.

It is now common knowledge that the implementation of the MTSF didn’t proceed as planned as we had to significantly rebase the targets and reallocate the budgets towards managing the Covid 19 Global Pandemic. While significant strides were made to manage the pandemic and achieve some of the targets available data indicates that we are moving towards archiving our commitments.

Going forward the Government in the context of National Unity (GNU) still sees the NDP as a lodestar of our development trajectory. In this regard, most of the commitments made in the NDP still finds greater expression in the Medium Term Development Plan (MTDP) which was announced by the president during the opening of parliament in July 2024. Our department is coordinating the development of cluster action plans which will culminate in the Annual Performance Plans (APPs) of departments and affected state entities.

Thank you

Reply:

	(a) Make	(b) Model	(c) Year of manufacture	(d) Purchase date	(e) Price
(i) Minister Ramokgopa-Pretoria	Audi Q5	40TDI QUATTRO	2023	27 June 2022	R790 000.00
(ii) Former Minister Mthembu	Mercedes Benz	C220D	2019	11 Dec 2019	R696 410.99
(iii) (a)DM Kekana-Pretoria	Audi Q5	40TDI QUATTRO	2023	27 June 2022	R771 237.60
(iii) (b)DM Kekana-Cape Town	Audi Q5	40TDI QUATTRO	2023	27 June 2022	R738 244.28
(iv) (a) Former DM Siweya-Cape Town	BMW 3 Series	320D	2019	26 Nov 2019	R515 500.00
(iv) (b) Former DM Siweya-Pretoria	BMW X3	XDRIVE 20D	2019	26 Nov 2019	R582 500.00

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No.	a) Sponsorships	b) Donations	(c) Financial transfers
	(aa)	(bb)	(cc)	(aa)	(bb)	(cc)	(aa)	(bb)	(cc)
(i)	None	None	None	None	None	None	None	None	None
(ii)	None	None	None	None	None	None	None	None	None
(iii)	None	None	None	None	None	None	None	None	None

Reply:

(a) The Performance Agreements (PAs) of National Directors-General (DGs) and Provincial Heads of Department (HoDs) are signed between the relevant Ministers/MECs to outline the agreed performance areas and indicators in a particular financial year. The Department of Planning, Monitoring and Evaluation (DPME) monitors the signing of performance agreements and provides recommendations to the performance agreements based on a quality assurance process. The DPME are not part of the signing of the agreements which is between the DG/HOD and the particular Executive Authority (EA) and is therefore not in a position to share the performance agreements.

(b) The DPME facilitates and acts as a Secretariat during the performance evaluations of National DGs and is not in a position to share the performance information that is between a particular Executive Authority and a DG. This will result in a loss of credibility in the process of the HoD evaluation. Assessment outcomes of National DGs is a personal matter between the Executive Authority (EA) and the DG and the DPME as the third party cannot share this information. It is suggested that individual EAs and DGs be approached to release the information. Further to this, the Protection of Personal Information Act (POPIA) emphasises the fundamental human right to protect people’s privacy. This applies both with PAs and performance assessment outcomes until such time that the South African government declares these as public documents. To ensure a high level of confidentiality, the officials dealing with this work undergo “top secret” security clearance every five years.

The DPME will present the adherence of Departments with regards to implementation of the Policy on Performance Management Development System for the Heads of Department for 2022/23 and 2023/24 financial year at the Portfolio Committee on Planning, Monitoring and Evaluation meeting taking place on 8 March 2024. It is proposed that further engagement be held at the meeting above.

Reply:

(1) (a) The President and the Minister in The Presidency for Electricity, Dr K Ramokgopa signed a performance agreement on 31 July 2023 and (b) the performance agreement is until the end of the 2023/2024 financial year (31 March 2024);

(2) No. I will not furnish Ms S J Graham with a copy of the performance agreement; as it is an agreement is between the President and the Minister in The Presidency for Electricity;

(3) President meets regularly with Ministers to assess progress in their portfolios. Whilst the Minister in the Presidency for Electricity provides regular progress with regard to the performance of his portfolio. In addition, the management of the performance of ministers is a prerogative of the President in terms of the Constitution.

Reply:

a) The Department of Planning, Monitoring and Evaluation’s (DPME) communication activities on the 30 Year Review form part of the overall plan that is coordinated by the Government Communications and Information System (GCIS) on the 30-Years of Freedom and Democracy.

Specific planned activities are for the President to launch the 30 Year Review Report. The DPME will publish the report on the website in order to make it accessible to all stakeholders across the various sectors. Various communication platforms will be used to disseminate relevant material, for instance media briefings, interviews and social media material, and also allowing other parts of government to disseminate further information. All this will be done to maximise citizen engagement by stimulating discussions and facilitating South Africans to take ownership of the country’s progress over the three decades of democracy.

The report will also be shared with all government departments for upload in their websites to broaden its accessibility.

b) Stakeholder engagement sessions will be held to provide platforms for various sectors of the society to engage with the outcomes of the review process and to add their voices on their experience of South Africa’s democracy in the past 30 years.

The DPME will produce an executive summary, which will be translated into various official languages and disseminated to maximise accessibility and used in various stakeholder engagement summits – all in order to encourage the citizenry to engage with the report and contribute to shaping South Africa’s future.

Importantly, the findings and recommendations from the 30-year review will be considered when developing plans for the next cycle, that is the 2024-2029 Medium-Term Development Plan (MTDP).

Reply:

The Government has translated the Capacity of the State into Priority One which binds all Government Department including National Treasury. All government department participate in the implementation of the NDP, in terms of the MTSF.

This priority addresses the social, economic and governance issues that cuts across all government that affects all of society. The NDP remains the country’s guide and serves to inform all short- and medium-term plans including the Medium-Term Strategic Framework (MTSF).

Reply:

1.(a) It was subsequently concluded that there was no need for a formal investigation to be instituted in this regard as the measures in place to address the challenge are adequate. The Department of Planning, Monitoring and Evaluation (DPME) has a Frontline Monitoring and Support (FMS) programme implemented across all provinces in a holistic manner, which is a key monitoring mechanism that provides government not only with relevant, reliable information on the quality of service delivery on the ground, but also to facilitate improvements in service delivery.

(b) N/A

Reply:

(a) Brand SA does not have a campaign called Made in SA. However, in line with its mandate, Brand South Africa profiles and showcases South African talent, skills, people, product and services. The recent campaigns anchored under brand advocacy focused on the following pillars on;

1) creative arts: where Brand South Africa profiled a young entrepreneur from Eastern Cape who owns a brand called Inga. Inga produces proudly South African bags that are designed, crafted, and produced in South Africa. Innovation & Technology: where Dr. Reza who is an aesthetics specialist and also owns an aviation company which exports aviation products. Dr Reza, through his foundation also offers skills and education on the aviation industry to his employees who come from the community the aviation company operates from. Brand South Africa recorded a video and promoted it on international platforms such as News Central. CNN Africa, Africa News, BBC News Africa, Supersports Blitz. This assisted in driving awareness, demand creation and expansion of his brand.

2) Exporting South Africa to South Korea: where Brand South Africa collaborated with influencers in South Korea with an objective of increasing familiarity and favourability of creative talent in South Korea. Some of the South African designers included Black Coffee, Maxhosa, and David Tlale. This campaign assisted in driving awareness of the nation brand, skills and talent.

3) In line with the Believe in SA strategy, Brand South has implemented a media partnership with BBC broadcast and BBC.Com on a campaign called ‘The Next Generation’ which profiles young South African entrepreneurs. The campaign puts a spotlight on the young generation showcasing their innovations in medical innovation, fintech and energy. As innovators, they have found new ways to make an impact and are ideal advocates for South Africa’s business story. The campaign is currently flighting across North America, Europe, Middle East, Africa, Latin America and Asia Pacific until March 2024.

(b) While the focus of Brand South Africa is to instil confidence in South Africa and promote investment and tourism, Brand South Africa is equally committed to fostering the consumption of South African goods and services as a way to export the South African nation brand to the world and as a stimulus for economic growth and overall competitiveness of South African industries in the global market.

As part of its strategic initiatives, Brand South Africa conducts the Global Reputation Research Study, involving over 10,000 respondents across 14 international target markets. This research study evaluates South Africa's export competitiveness and appeal (among other measured variables) in key markets: the United Kingdom, United States, Germany, France, China, Japan, India, Switzerland, United Arab Emirates, and Saudi Arabia.

Furthermore, the country is also benched marked against emerging & established continental powers: Africa - Nigeria & or Egypt; Middle East: United Arab Emirates & Turkey; Asia: Vietnam & Thailand, Vietnam & Thailand, South America: Chile & Brazil, and UK.

• Global businesses engaged in trade with South Africa, and those purchasing South African goods and services, consistently rank the country among the best, alongside esteemed counterparts such as the United Kingdom, United Arab Emirates, and Turkey.

• Further attesting to South Africa's global standing, among the benchmarked nations, global businesses place it within the top five countries to do business with, sharing this distinction with the United Arab Emirates, Turkey, Thailand, and Brazil.

• Over 76 percent of all respondents across all 14 markets expressed a strong interest in purchasing South African export products. This affirmation underscores the resonance and desirability of South African goods on the global stage and reflects the positive perception of the Nation Brand but also signals a significant market potential for South African exports.

• Notably, the export sector emerges as one of the nation's key economic strengths, followed closely by the pivotal contributions of tourism and investment. This multifaceted approach reinforces Brand South Africa's crucial role in shaping and elevating the nation's global identity and economic prowess.

• prominence in Brand Finance’s Africa 200 report ranking stands as a testament to the robustness and resilience of its brands. Firmly positioned as the powerhouse of African brands, South Africa's influential role underscores its significant impact on shaping the business landscape across the continent. The top 200 brands in Africa have collectively experienced a commendable year-on-year brand value growth of 6%, culminating in an impressive total value of USD 54.4 billion. At the forefront of this success, South Africa emerges as the primary contributor, representing over half of the brands in the ranking and an impressive 75% (USD 40.8 billion) of the total brand value. This substantial leadership underscores South Africa's key role in driving and defining the narrative of African brands on the global stage.